Q1. How do the actions of Burbage and other lock heed managers exemplify the four fundamental functions of management ?
Answer : Managers in all organizations engage in four basic functions. These functions are generally referred to as planning, organizing, leading and controlling.
Planning: Planning is the first managerial function, is the process of determining the organization’s desired future position and deciding how to best to get there. In this case Lockheed martin decided its goal and outlining strategies for achieving those goals . Example: The goal of Lockheed martin is to design and make 6000 aircraft within 40 years the total value of these is 200 billion dollar . The main strategy of the managers of Lockheed martin was naming Burbage to head the program because he credits his time as a Navy test pilot. Improving relation with BAE and Northrup Grumman as a partner was another important strategy.
Organizing: The second managerial function is organizing--the process of designing job, grouping jobs into manageable units, and establishing patterns of authority among jobs and groups of job. organizational function of The managers and Burbage of Lockheed martin was made the unheard of decision to grant Northrup and BAE a 30 parcent financial and strategic share in the program and by this decision they divide the job as well as establish a patter of authority among themselves.
LLeading: Leading , the third managerial function, is the process of motivation members of the organization to work together toward achieving the organization’s goal. Burbage used extravagant rewards to motivate his employee, such as flying top-performing sailors into Napals for a weak-end as a result, his crew had the best performance record ever attained. He explained , “You can build a high performance team in some pretty austere environments. But first, you’ve got to take care of your people. And second , you’ve got to understand the difference between the carrot and the stick-and in my view, the former is a lot more useful than the latter . In the end, I stopped trying to motivate people. I learned that if you recognize and reward them , people will motivate themselves.” Lockheed also treated its partner as equals rather than as subcontractors.
Controlling: The fourth managerial function, controlling, is the process of monitoring and correction the actions of the organization and its people to keep them headed toward their goals. So the managers and Burbage controlled the schedule and cost. He claims, “If you can’t control your schedule , the implication is that you can’t control costs. And if you can’t control costs, you won’t keep the[military] services interested in funding your program.”
It was clear that all three of the biders for the contract had excellent technical skill and could produce an acceptable product but the main reason of the Lockheed martin behind winning the contract was experienced management team. Q 2. Which of the managerial skills does Burbage display?
Answer: Burbage displays technical, interpersonal, conceptual and diagnostic skill. These skills are necessary to carry out basic functions and fill fundamentals roles.
Technical skill.
Technical skills are necessary to accomplish specific tasks within the organization. Burbage was Navy test pilot so he had enough technical skill in this job. Burbage designed a system for vertical lift for jet according to demand of the marines.
Interpersonal skill
The manager uses interpersonal skills to communicate with, understand and motivate individual and groups. Burbage communicated and discussed with representative of Northrup and BAE . He motivated his employee by extravagant rewards and his speech. He also motivated employer and representative of Northrup and BAE by treating them as equals rather than as subcontractors.
Conceptual skills
It involves the manager’s ability to think in the abstract. Burbage had clear concept about motivation that’s way he told that,” At first you’ve got to take care of your people. And second , you’ve got to understand the difference between the carrot and the stick-and in my view, the former is a lot more useful than the latter .” He also had clear concept of the consequence of increasing the cost so he said that if you can’t control costs, you won’t keep the [military] services interested in funding your program.
Diagnostic skill
Most successful manager also bring diagnostic skill to the organization. Diagnostic skills allow managers to better understand cause and effect relationships and to recognize the optimal solution to problems. The Marines demanded that the jet be able to make vertical landing and it was a big problem. If Lockheed Martin failed to design and create vertical landing system it will affect them in future to get contract because Marines were more assertive and had the greatest political and military influence. So Burbage and his team worked around the clock for three weeks to solve the problem together and designed a system for vertical landing .

Q3.What types of organizational and environmental challenges do you expect Lockheed JSF managers to encounter as they complete the project?
Answer: Organizational challenges that Lockheed JSF managers have to encounter to complete the project are given below.
Workforce Diversity: The management of diversity is another important organizational challenge today. The term “diversity”refers to the difference among people. Lockheed, BAE and Northrup Grumman have many workers and the age, mentality, physical ability are different. This difference creates workforce diversity. So, the managers of Lockheed JSF program must have to manage workforce diversity as a challenge.
Characteristics of New Workforce:
Another main new workplace problem is the duration of the project is 40 years. In the mean time of this duration, the company must recruit new workforce. The workforce of future generation may be devoted to work more or less. Lifestyle is changing day by day. So, the expectation of new workforce will change.
Information Technology:
Marine demanded that, the jet will be able to make vertical landing on smaller ship. Designing a system for vartical lift for such a large jet had neve been done. So, they encountered lack of technological information in designing and inventing vertical lift system. It was a great technological problem which they faced. Engineers worked for three weeks to solve the problem together.
Environmental challenges that Lockheed JSF managers have to encounter to complete the project are given below.
Social responsibility
In recent years social responsibility is a vital issue and challenge for every organization. The company should not take not any decision which will be harmful for environment and society. In future Lockheed Martin will have to take many decisions to complete the project and they should reconsider the decisions whether these have any harmful effect for the socity and envieronment
Quality
It is another challenge that has attracted much attention. It is the total set of features and characteristics of a product. Lockheed Martin have to make fighter with best quality to complete the contract and get contract in future. If managers fail to manage other organizational and environmental challenges it will hamper the quality of the plane. So maintain the qulity level is big challenge for managers of Lockheed Martin.